Managing Codified Knowledge – A Review Knowledge has long been considered an intangible asset that can only be passed on from a teacher to his or her students through years of teaching and knowledge transfer. However, current technological advances and the increasingly dynamic nature of knowledge have led to the dissolution of the “sacred” teacher-student affiliation. Knowledge, now, is more of an entity that can be encoded, stored, extracted and retrieved as and when required, by anyone, anywhere in the world. Albert Einstein's quote, “The only source of knowledge is experience”, is today more an anecdote than a reality, as more and more organizations are realizing that knowledge learned from experience can be codified, that is, transformed into “packages” of knowledge that can be stored and transferred to others. Business organizations have been the primary users of such codified knowledge, as huge amounts of information flow across various divisions of an organization, which can be integrated and used to make more profitable, strategic, and constructive business decisions. Therefore, the need for knowledge management has arisen, where pieces of codified knowledge must be managed appropriately to facilitate its retrieval and use. Zack's (1999) authoritative article "Managing Codified Knowledge" is reviewed here. The definition of knowledge and knowledge management, the benefits of knowledge management, the author's rhetoric on knowledge management architecture, and its importance in modern business organizations are discussed here. This article also attempts to analyze two case studies presented by the author and also provides a brief summary of the author's main findings. The author discusses knowledge and knowledge...... at the heart of the article ......and in knowledge recovery. The author cites the example of Buckman Laboratories, which successfully used the interactive approach to knowledge management. This organization, which originally sold chemicals, chose to offer solutions to its customers' chemical processing problems. It had countless “field collaborators” around the world who had several years of experience solving such problems. Their tacit knowledge, based on experience and expertise, was leveraged through interactive knowledge management. An online knowledge management infrastructure has been created that is independent of time zones, location, language and even IT expertise. Field collaborators interacted on a common platform and their conversations, contributions and information exchanges were recorded, preserved and made available to all via K'Netix, The Buckman Knowledge Network.